Briefing for Incoming Minister Welcome to the Department of Internal Affairs - June 2009
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Briefing for Incoming Minister
Welcome to the Department of Internal Affairs
June 2009The Department of Internal Affairs
Te Tari Taiwhenua
Table of Contents
3. Introduction
6. Responsibilities of the Department of Internal Affairs
6. Strategic Overview
13. DIA’s Accountability Framework
15. Governance and Structure
16. Summary of Business Groups and Branches
26. Clients and Stakeholders
31. Appendix I – Legislation administered by the Department of Internal Affairs
35. Appendix II – Crown entities and statutory bodies by portfolios
36. Appendix III – Senior Managers and other staff with whom the Ministers’
offices will have significant contact
2The Department of Internal Affairs
Te Tari Taiwhenua
Introduction
1. This briefing introduces you to the Department of Internal Affairs and provides
essential background information on the responsibilities, strategy, structure,
activities and governance arrangements of the Department.
2. The Department traces its history back to the structures put in place
immediately after the signing of the Treaty of Waitangi. It is the oldest
government department and has a broader range of functions than other, more
recent, departments and ministries. The Department administers over 80 pieces
of legislation. A detailed list of the legislation is provided in Appendix I.
3. Our purpose is to “serve and connect citizens, communities and
government to build a strong, safe nation” – this is more than a statement
that appears in a corporate document. It reflects why people come to work in
the Department every day.
4. The focus we bring to working as “one organisation” galvanises us to draw on
the diverse expertise, experience and relationships we have, throughout the
Department and across New Zealand. We are constantly looking to exploit the
links that exist between the diverse range of functions and activities we
undertake, on behalf of citizens, communities and government.
5. We have a proud history of serving the government by taking responsibility for
new functions from time to time and either integrating them into the
Department’s work or developing and supporting them to move to other
agencies where a greater benefit might be achieved – recent examples include
being given responsibility for Government Technology Services (from 1 July
2009); taking responsibility for anti-spam enforcement activity (as of September
2007); and becoming the Casino and “default” money laundering supervisor
under the new anti-money laundering regime (in progress).
6. We have a strong focus on collaborative leadership in our areas of strength –
managing the central government/local government interface; building effective
local government; providing leadership across government in ethnic affairs;
ensuring New Zealand’s approach to identity is trusted and well-led; civil
defence and emergency management; promoting New Zealand citizenship;
maximising the benefits and minimising the harms from gambling, and providing
impartial expert support for independent, ad hoc bodies.
3The Department of Internal Affairs
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7. The Department has developed a Vision for 2010 which supports our strategy
of working as “one organisation” and states that by 2010 the Department of
Internal Affairs will be one organisation as demonstrated by:
• The trust and respect of all stakeholders for our high performance and ability
to deliver across our breadth of responsibilities
• Our accessible, responsive services to the public that reflect integration
across the Department and co-ordination with our fellow agencies
• Leadership of the strategic thinking and policy development in our areas of
expertise
• Our efficient use of resources and ability to respond flexibly to changing
demands
• Leveraging the diversity inherent in our Department, so that the whole
delivers more than the sum of the parts.
8. The Department’s outcomes and objectives are:
• Strong, sustainable communities/hapū/iwi
• Safer Communities
• New Zealand’s approach to identity is trusted and well led
• Executive Government is well supported.
• Common information and communications technology services deliver
improved State sector performance and better citizen experience (new from
1 July 2009).
9. The Department administers six votes, as shown in the table on the next page:
• Vote Community and Voluntary Sector
• Vote Emergency Management
• Vote Internal Affairs1
• Vote Local Government
• Vote Ministerial Services
• Vote Racing.
1
Ethnic Affairs is part of Vote Internal Affairs and is a separate portfolio.
4The Department of Internal Affairs
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MINISTER VOTE/CROWN ENTITIES OUTPUTS PROVIDED BY THE
DEPARTMENT
Vote Internal Affairs • Contestable services
Minister of Internal Affairs • Government technology
Minister Responsible for the Crown entities: New Zealand Fire services
Department of Internal Affairs Service Commission, Office of • Identity services
Film and Literature Classification • Policy and advisory
services
Lottery Grants Board • Regulatory services
Hon John Key Vote Ministerial Services • Support services to
Members of the
Minister Responsible for Executive
Ministerial Services • VIP transport
• Visits and ceremonial
events coordination
Hon Pansy Wong Part of Vote Internal Affairs – • Services for ethnic
Services for Ethnic Affairs affairs, including policy
Minister for Ethnic Affairs
advice
Hon John Carter Vote Emergency Management Emergency management
services, including:
Minister of Civil Defence
• management of national
emergency readiness,
response and recovery
• policy advice on matters
relating to emergency
management
• support services,
information and
education
Minister for Racing Vote Racing • Policy Advice
• Assistance with Auckland
Associate Minister of Local No Vote responsibility Governance
Government • Policy advice on vehicles
on beaches
Hon Tariana Turia Community and voluntary sector
Vote Community and Voluntary
services, including:
Sector
Minister for the Community and • administration of grants
Voluntary Sector • community advisory
services
• policy advice
Implementation of Auckland
Hon Rodney Hide Governance reforms
Vote Local Government
Minister of Local Government Services for local government,
including:
• information, support and
regulatory services
• Local government policy
advice
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10. The Minister of Internal Affairs is also the Responsible Minister for the
Department of Internal Affairs. The Briefing to the Incoming Minister: Minister
Responsible for Internal Affairs sets out the specific responsibilities involved.
Responsibilities of the Department of Internal Affairs
11. The Department is responsible to the government for gambling, censorship,
local government, racing, ethnic affairs, identity services, civil defence and
emergency management, fire, unsolicited electronic messages (spam),
executive government support, constitutional functions, and community
development. It also administers board appointments and monitors the
performance of a number of Crown entities. These are listed in Appendix II.
12. In July 2009, the Department will take on responsibility for Government
Technology Services (GTS) from the State Services Commission (SSC). The
transfer of GTS from SSC to the Department is currently nearing completion.
From 1 July 2009, GTS will combine with the Department’s existing IT group
and the Programme Office to form the Information and Communications
Technologies (ICT) business group which will become the Department’s ninth
business group.
13. As at 31 March 2009, the Department employed around 1,400 staff in 21 cities
and towns throughout New Zealand. Most Department staff work from
Wellington. Sites outside Wellington are used primarily for the delivery of
services to the community, and range in size from substantial facilities in
Auckland and Christchurch to two or three-person offices in places such as
Kaitaia and Invercargill. There are also offices in Sydney and London.
Strategic Overview
Outcomes and Objectives
14. The Department is committed to managing for outcomes, involving a sustained
and critical focus on what we do, why, how well and with what results. Our three
outcomes are:
• Strong, sustainable communities/hapū/iwi
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• Safer Communities (this outcome has three parts: hazards to the
community, gambling and objectionable material)
• New Zealand’s approach to identity is trusted and well led
The Department also provides services that contribute to ensure that Executive
Government is well supported. As noted in paragraph 8, the transfer of
Government Technology Services from 1 July 2009 means that the Department
will also contribute to common information and communications technology
services that deliver improved State sector performance and better citizen
experience.
15. Our Statement of Intent for 2009-12 describes how the Department is
organised, and our priorities for 2009/10 and beyond. The Estimates of
Appropriation describe the output classes contributing to the outcomes,
objectives and the output performance measures, and set out the Forecast
Financial Statements of the Department. The Department’s Output Plan sets
out the required products and/or services to be provided to further the purchase
interest of Vote Ministers. The following chart summarises the advice and
services we provide.
DIA Outcomes and DIA Outputs and Activities (from 2009-12 Statement of
Objectives Intent)
Strong, sustainable • Providing policy advice (community, ethnic affairs, local
communities/hapū/iwi government)
• Facilitating interaction between ethnic and host
communities
• Administration of local government legislation,
community grants, local government grants and rates
rebates, and other resources
• Information and advice to individuals, community groups,
local authorities and central government
• Design and delivery of community development
programmes
• Improving local and central government relationships
• Evaluating and reporting on the Department’s community
and local government activities
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Safer communities Policy Advice
• Providing civil defence and emergency (CDEM), fire,
gambling and censorship policy advice
Resilience to Hazards and their risks
• Building and maintaining capability to respond to civil
defence emergencies
• Coordination of central government response and
recovery support
• Monitoring of emergency events and preparedness
Gambling
• Licensing, audit, investigation and enforcement activities
in relation to gambling
• Advice, education and information to stakeholders
Protection from spam and objectionable material
• Censorship investigation and enforcement
• Enforcement and education activities in relation to
unsolicited electronic messages (spam)
• Advice, education and information to the public and
regulated sectors
• Oversight of statutory bodies
• Compliance with international agreements and
arrangements and participating in international crime
prevention and enforcement.
New Zealand’s approach • Providing identity policy advice
to identity is trusted and • Stewardship of identity information including developing
well led and managing Evidence of Identity Standards
• Provision of authorised access to identity information
• Birth, death, marriage and civil union registration and
services
• Citizenship services
• Passport services
• Collaboration with New Zealand and international
agencies
• Audit, risk management and investigations
8The Department of Internal Affairs
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Executive Government is • Providing support services, office facilities, and
well supported residential accommodation for Ministers
• Providing safe, reliable and trusted transport services
(VIP Transport)
• Planning and delivery of Guest-of-Government visits and
ceremonial events
Administrative Services
• Providing translation services
• Providing the Congratulatory Message service
• Providing official authentication of New Zealand
documents
• Supporting Commissions of Inquiry and other ad hoc
bodies as required
• Publishing the New Zealand Gazette
Common information and • Government information services
communications • Identity management web infrastructure
technology services • Communications network services
deliver improved State
sector performance and
better citizen experience
Providing Leadership in the Public Sector
16. The Department has identified areas where the Government can look to it for
leadership as a result of its functions and expertise. These are:
Managing the central government/local government interface
• The Department plays a key coordinating role by bringing together local
government and central government. This role includes advising the
Government on its approach to central and local government relations and
forums at a political level. We also bring together national and regional
groups of central and local government officials. We support central
government’s engagement with local government at a regional level on key
urban and regional issues, and encourage information-sharing. We also
work at the interface between local and central government to promote
integration.
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Effective local government
• The Department has a leadership role in building effective local government
that supports the Department’s outcome of achieving strong and sustainable
communities/hapu/iwi. This involves establishing a clear view of the future of
local government in New Zealand including how the system of local
government needs to evolve, what is required to achieve an effective system
and the nature and level of investment that is required. Current examples
are our work on the Auckland governance reforms and on improving local
government transparency, accountability and financial management.
Supporting ethnic diversity
• The Department takes a leadership role across government in ethnic affairs.
The 2006 Census identified that the proportion of the population identifying
themselves as belonging to an ethnicity that is not Anglo-Celtic, Māori or
Pacific increased from 5.0% in 2001 to 11.6% in 2006. It is anticipated that
ethnic people2 will comprise 18% of the New Zealand population by 2021,
and already one in five Auckland families are of Asian ethnicity. The Office
of Ethnic Affairs was established in recognition of this changing
demographic and its importance to New Zealand. The Office is continuing to
develop “Strength in Ethnic Diversity” as its strategic direction, to help
recognise and respond to the issues and opportunities arising from New
Zealand’s increasing ethnic diversity.
New Zealand’s approach to identity is trusted and well-led
• The Department has a leadership role in identity information management
and is in the process of developing and articulating a broad view of New
Zealand’s and the Government’s interest in identity matters as they impact
on protecting the privacy and safety of citizens, facilitating transactions
between individuals, government and business, and ensuring good
governance of our society. The Department’s leadership role includes
leading, or co-leading, identity strategies and initiatives across government.
It also provides further identity leadership, advice and contribution to the
governance of all-of-government initiatives led by other agencies.
2
In government usage, “ethnic” covers all those whose ethnicity is not Anglo-Saxon, Celtic, Māori or Pacific
10The Department of Internal Affairs
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Civil defence and emergency management
• The Department of Internal Affairs provides leadership in civil defence and
emergency management through:
o the Ministry of Civil Defence and Emergency Management (MCDEM);
and
o the Civil Defence and Emergency Management Policy team in the
Regulation and Compliance branch and the communication team in the
Business Services Branch.
• The leadership role includes:
o oversight of the Civil Defence and Emergency Management (CDEM) Act
2002
o formulation of the National CDEM Strategy
o strengthening of civil defence and emergency management planning and
procedures
o increasing public awareness and preparedness through the public
education programme
o development of standards and a framework for CDEM training
o international engagement on CDEM issues
o management of response and recovery activities at a national level
following emergency events.
o Providing policy advice on developing better fire services.
Ensuring communities are more satisfied with the way harms and benefits associated
with gambling are managed
• The Department is taking a leadership role in making communities safer by
creating an environment in which the risks associated with gambling are
minimised, any benefits are maximised, and communities are more satisfied
with the balance that is achieved. This has included improving the
Department’s knowledge about key aspects of the sector to support a more
strategic approach. With an increased understanding of the gambling
environment we will ensure we are well positioned to advise government on
11The Department of Internal Affairs
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big picture and detailed issues relating to the operation and role of gambling
in New Zealand.
Support for independent and ad hoc bodies
• The Department is mandated to administer the Commissions and Royal
Commissions of Inquiry Act 1908. In recent years we have also supported a
number of ministerial inquiries and a small number of ad hoc bodies that,
although not inquiries, have the common characteristic of needing to be
seen as independent of other agencies. Our reputation for, independence
and impartiality, means our expertise can be used to provide support for a
broader range of activities and this is emerging as a potential leadership
area for the Department.
Developing a shared service centre and greater interoperability for State sector ICT
• The Government sees the transfer of GTS to DIA as an opportunity to
develop a shared service centre for the State sector. The Department,
through GTS, will implement a plan for greater interoperability of ICT
systems to assist in reducing costs and improving citizens’ experience
through the design and delivery of common systems and processes.
Managing the Department
17. The managers of the Departmental business groups are responsible for
managing their respective areas and delivering agreed outputs with Ministers.
In addition, they form part of the Executive Leadership Team, whose role is to
provide direction and leadership to the Department. From 1 July 2009 there are
nine business groups as follows:
Business Services Branch BSB
Executive Government Support EGS
Identity Services IDS
Information & Communications ICT
Technologies
Ministry of Civil Defence & Emergency MCDEM
Management
Local Government and Community LG&C
Branch
Office of the Chief Executive OCE
Office of Ethnic Affairs OEA
Regulation and Compliance Branch R&C
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18. The diagram below illustrates the accountability framework between the Vote
Ministers, the Responsible Minister for the Department, Estimates Output Plan,
Statement of Intent and the State Services Commission’s monitoring role. The
diagram also shows the Department’s high level organisation structure.
DIA’s Accountability Framework
from 1 July 2009
Vote Ministers Responsible Minister
•Internal Affairs, including Ethnic Affairs
•Community & Voluntary Sector
•Civil Defence Performance
•Ministerial Services Monitoring
•Local Government
•Racing
Estimates SSC
Output Plan Statement of Intent
Employment Contract
Chief Executive
Executive Leadership Team
R&C LG&C EGS IDS ICT MCDEM OEA BSB OCE
Business Groups
Key to Business Groups
R&C = Regulation & Compliance
LG&C = Local Government & Community
EGS = Executive Government Support
IDS = Identity Services
ICT = Information & Communication Technologies
MCDEM = Ministry of Civil Defence & Communications Technologies
OEA = Office of Ethnic Affairs
BSB = Business Services Branch
OCE = Office of the Chief Executive
13The Department of Internal Affairs
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Finance
19. The Department’s operations are funded by Third Party and Crown Revenue.
Vote Crown Third Party Total Expenses
Revenue Revenue Revenue
$000 $000 $000 $000
Community & 11,337 10,820 22,157 22,157
Voluntary Sector
Emergency 10,891 155 11,046 11,049
Management
Internal Affairs 45,285 106,551 151,836 155,746
Local 19,353 994 20,347 20,368
Government
Ministerial 32,098 8,429 40,527 40,526
Services
Racing 356 5 361 362
TOTAL 119,320 126,954 246,274 250,208
20. These numbers are based on the 2009/10 Main Estimates.
21. Budgeted expenditure is higher than revenue this year for some third party
funded activities. The Department operates memorandum accounts for most
third party funded activities, which recognises that there could be surpluses or
deficits in any single year, provided these activities break-even over the longer
term. The memorandum accounts are notional accounts only, recording the
accumulated surplus or deficit for each activity.
22. The Department has undertaken a high level review of economic factors that
may impact on its ability to deliver services. The Department also engaged with
Ministers on priorities for their Vote/portfolio as input to development of the
2009/10 Statement of Intent and Estimates of Appropriation. The Department is
developing appropriate strategies for dealing with fiscal risks so that services to
Ministers and the public are not compromised.
Managing organisational health and capability
23. Current areas of focus for developing capability in the Department are set out in
the 2009-12 Statement of Intent and include:
• Managing organisational change, by:
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o Completing the transfer of the Government Technology Service
to the new ICT business group
o Completing an independent review of the functions of the Office
of the Chief Executive, to ensure that OCE continues to meet
current and future organisation needs.
• Implementing our new People Strategy, developed in 2008/9. The Strategy
is designed to align with the needs and priorities of the organisation and
government
• Enhancing our information and communications technology capability and
moving progressively to a consistent architecture that enables us to get best
return from our ICT assets
• Continuing to develop a more integrated strategic planning process for
2009/10 and beyond that encourages improved resource planning over the
medium term
• Implementing a medium-term property strategy that supports our vision of
“one organisation” and will provide accommodation options to meet our
current and anticipated business needs.
Governance and Structure
Management structure and staff
24. Brendan Boyle is Chief Executive of the Department, which includes the
Statutory roles of Secretary for Internal Affairs and Secretary for Local
Government.
25. As noted above, the Department has nine business groups from 1 July 2009.
There are six operational business groups:
Regulation and Compliance Deputy Secretary: Keith Manch
Local Government and Community Deputy Secretary: Anne Carter
Identity Services General Manager Annette Offenberger
Office of Ethnic Affairs Director: Mervin Singham
Executive Government Support General Manager: Janice Calvert
Ministry of Civil Defence & Director: John Hamilton
Emergency Management
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26. The six operational groups are supported by three corporate groups:
Business Services Director: Norah Familton
Information & Communications
Technologies General Manager: Stephen Crombie
Office of the Chief Executive Acting Director: Morag Woodley
27. As at 31 March 2009 the Department of Internal Affairs employed around 1,400
staff.
28. A list of staff who have significant contact with Ministers’ offices is provided in
Appendix III.
Summary of Business Groups and Branches
Regulation and Compliance Branch (Operating Budget: $25.560 million)
29. Regulation and Compliance Branch comprises:
• Censorship Compliance
• Gambling Compliance
• Intelligence Unit
• Anti-Spam Unit
• Gambling, Racing, Censorship, Fire, CDEM and Identity Policy
• Strategic Development and Support, Crown Entity Monitoring.
30. Censorship Compliance
• The role of this unit is to minimise the potential harm to the community from
objectionable and restricted material. The unit inspects videos, films,
publications and internet sites under the Films, Videos, and Publications
Classification Act 1993 and enforces this censorship legislation.
• A major part of the unit’s activities is investigating the possession and trade
of child sexual abuse images. The unit also works with stakeholders,
including schools, on matters relating to Internet safety for young people.
31. Gambling Compliance
• The role of this unit is to ensure that:
16The Department of Internal Affairs
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o gambling activities operate with integrity and fairness
o opportunities for crime or dishonesty associated with gambling
are limited
o money from gambling benefits the community
o the growth of gambling is controlled
o gambling harm (especially in relation to licensed gambling) is
prevented and minimised.
• This business group:
o provides education and information to gambling operators and
gamblers
o licenses gambling activities
o audits, investigates and monitors gambling activities
o enforces compliance with the Gambling Act and imposes or
seeks sanctions for non-compliance
o develops gambling minimum standards, minimum operating
standards and game rules.
32. Intelligence
• This unit provides specialist intelligence capability to support the compliance
activities of the Branch.
33. Anti-Spam Unit
• The Anti-Spam Unit enforces the Unsolicited Electronic Messages Act 2007,
which specifically prohibits commercial spam and enables legal action to be
taken against New Zealand-based spammers. The Act came into effect on 5
September 2007.
• The Unit enforces the Act by:
o investigating complaints about spam and enforcing a civil
penalty regime
17The Department of Internal Affairs
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o delivering an education programme aimed at promoting
responsible conduct by New Zealand businesses, Internet
service providers and telecommunications carriers
o cooperating with international enforcement agencies on spam
and related e-crime initiatives.
34. Gambling, Racing, Censorship, CDEM, Fire, and Identity Policy
• The Branch delivers policy advice to the Minister of Internal Affairs, the
Minister of Civil Defence and the Minister for Racing. These portfolios cover
gambling, racing, censorship, civil defence and emergency management,
fire, and identity, including citizenship and passports.
• The Gambling, Racing, and Censorship Policy Unit also services the Film
and Literature Board of Review.
35. Strategic Development and Support, Crown Entity Monitoring
• This Unit is responsible for strategy, planning and reporting, learning and
development, and other support services across the Branch.
• It also advises Ministers about the performance and governance of Crown
entities.
Local Government and Community Branch (Operating budget: $35.421 million)
36. The Local Government and Community Branch services contribute to the
building of strong communities in the broadest sense – supporting central
government, local government and communities, hapū and iwi – to better
enable them to identify, plan for and realise their futures.
37. The Branch comprises:
• Local Government and Community Policy
• Grants Administration and Community Advisory Services
• Local Government Services
• Strategic Analysis and Information
• Strategy and Business Support
• Pou Arahi
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38. Local Government and Community Policy Group
• This Group provides policy advice to the Minister of Local Government,
Associate Minister of Local Government, and the Minister for the Community
and Voluntary Sector. It gives advice on
o key strategic policy issues in the local government and
community and voluntary portfolios – such as the reform of
Auckland governance
o local government and community regulatory policy and
frameworks, and input into relevant regulatory development
across Government
o community development issues and emerging community
issues, and the interface between the local government and
community sectors.
39. Local Government and Community Operations
• This group is responsible for service delivery to communities across the
country via 16 regional offices. It:
o provides advisory and information services to communities,
hapū and iwi to build community capability and capacity, and
assist them to realise their identified outcomes
o facilitates an integrated approach between central and local
government to community outcomes
o administers a range of grants schemes, including Lottery and
Crown-funded schemes (e.g. Community Organisation Grants
Scheme) and Crown Trusts and Fellowships
o provides operational and strategic policy advice to the Lottery
Grants Board and operational advice to other funding panels or
committees.
40. Local Government Services
• This group is responsible for a number of regulatory and operational
activities within the Department’s local government responsibilities. Its
major responsibilities include:
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o providing advice and support to the Local Government
Commission
o providing support for local elections
o administering the Rates Rebate Scheme
o managing the National Dog Control information database and
promoting best practice dog safety guidelines
o providing local government administration for some offshore
islands, and harbourmaster services on Lake Taupo.
41. Local Government and Community Strategic Analysis and Information
• This group provides information and advice to the Branch on the local
government and community development sectors and strategic issues facing
them.
• It provides a range of research and analysis to enable better understanding
of the impact the Branch has on these sectors, including the provision of
good practice where appropriate. The group also maintains a range of
information resources, including the www.localcouncils.govt.nz website.
42. Local Government and Community Strategy and Business Support
• This group is responsible for driving the Branch strategy and planning
activity, and monitoring overall progress towards the achievement of the
Branch's goals. It leads annual strategic planning, accountability and
business planning processes.
• It is responsible for ensuring that business services are provided effectively
and efficiently to the Branch.
43. Pou Arahi
• This group provides advice and support to the Branch on how it can be
effective for Māori, especially through its Operations and Policy functions.
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Identity Services (Operating budget: $78.507 million)
44. Identity Services is the largest operational business unit of the Department of
Internal Affairs and is responsible for:
• the assessment of applications for grant of citizenship, and the registration
and confirmation of New Zealand citizenship, and its renunciation and
deprivation (under the Citizenship Act 1977 and the Citizenship (Western
Samoa) Act 1982)
• issuing passports and other travel documents (under the Passports Act
1992)
• registration of births, deaths, marriages and civil unions and provision of
access to this information (under the Births, Deaths, Marriages and
Relationships Registration Act 1995)
• the day-to-day administration of the Marriage Act 1955 and the Civil Union
Act 2004, including the appointment of marriage celebrants and civil union
celebrants
• the provision of information to the public about their entitlements under these
statutes, and
• custodianship of the Evidence of Identity Standard (part of the All-of-
government Authentication Standards).
45. In the 2007/08 financial year, Identity Services issued 412,636 passports and
travel documents, registered 118,923 births, deaths, marriages and civil unions,
issued 264,122 birth, death, marriage and civil union certificates and printouts,
and recommended 27,624 applications to the Minister of Internal Affairs for
decision on grant of citizenship to foreign nationals.
Office of Ethnic Affairs (Operating budget: $4.596 million)
46. The role of the Office of Ethnic Affairs covers the broad range of government
interactions affecting ethnic people and provides:
• expert advice and information for and about ethnic groups in New Zealand to
raise awareness of ethnic diversity and the positive benefits it brings to New
Zealand society
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• a point of contact between ethnic communities and the New Zealand
government
• ethnic groups with advice and information on matters affecting them,
including referral to appropriate agencies
• empowerment and capacity building for ethnic communities so their
members can participate in all aspects of New Zealand life
• expert policy advice and information on how to consider ethnic perspectives
in policy and programme development, and the likely implications of
government policy for ethnic communities.
Executive Government Support (Operating budget: $41.315 million)
47. Executive Government Support provides services to Ministers to assist in the
smooth operation of the Executive.
• Services provided under Vote Ministerial Services include:
o Ministers’ domestic accommodation in Wellington
o Ministerial office staffing, administrative support, accounting,
information and communications technology and media
monitoring services
o the provision of chauffeur-driven and self-drive transport
o management of guest of Government visits, reception support
at international airports, Ministerial and state functions,
commemorative events and national anniversaries.
• Other administrative services provided under Vote Internal Affairs include:
o the New Zealand Gazette
o the Translation Service
o issuing Authentication and Apostille certificates for official
documents
o the Congratulatory Message Service
o support for Commissions of Inquiry and other bodies
o support for the Gambling Commission.
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48. The Translation Service, the New Zealand Gazette and the Authentication Unit
are funded solely by third party revenue.
Ministry of Civil Defence & Emergency Management (Operating budget: $8.918
million)
49. MCDEM operates within the Department to carry out statutory functions funded
by Vote Emergency Management.
50. The Director, who is appointed by the Chief Executive, has a number of
statutory functions under the Civil Defence Emergency Management Act 2002
including that of providing advice to the Minister of Civil Defence.
51. MCDEM is responsible for coordinating the CDEM response necessary during
states of national emergency and supporting disaster management at the local
level. MCDEM’s capability to undertake this role has been enhanced
significantly over the financial year. Over the last few years, a 70% increase in
staff, as a result of funding received in Budget 2005, has allowed better staffing
of the National Crisis Management Centre (NCMC) in an emergency.
Improvement of practices and procedures is ongoing, and moves are also
underway to strengthen MCDEM’s information management capabilities.
Recent reviews recommended improvements to MCDEM’s backup facilities,
communications, and information management systems. As a result of
additional funding in the Budget 2007 to undertake improvements, a study has
commenced on the capability for a virtual alternative emergency operations
facility and a management information system to support information and
decision-making within the NCMC.
52. Following the Government’s commitment in 2005 to an ongoing programme to
educate the public about disaster awareness over the next four years, two
programmes were launched in 2006 – the schools’ programme “What’s the Plan
Stan” and the public awareness programme “Get Ready, Get Thru”.
Office of the Chief Executive (Operating budget: $5.145 million)
53. The Office of the Chief Executive provides advisory and project support to the
Chief Executive and comprises the following business units:
54. Legal Services
23The Department of Internal Affairs
Te Tari Taiwhenua
• Legal Services works with individual business groups on a wide range of
matters that require legal expertise and also addresses Departmental-wide
legal issues.
• Legal Services also provides legality assurance to the Chief Executive and
Executive Leadership Team, fosters a network of legal practitioners within
the Department and coordinates the Department’s use of external legal
service providers.
55. Risk and Audit Services
• Risk and Audit Services is responsible for internal audit programmes, risk
and audit advice and support to management; and advice, training and
support for risk management policies and practices.
56. Effectiveness for Māori
• Effectiveness for Māori works with business groups on a broad range of
issues and is required to provide strategic and operational advice to the
Chief Executive and the Department on current and emerging Treaty of
Waitangi and Māori responsiveness issues as well as on tikanga.
57. Strategic Development
• Strategic Development provides specialist advice on the Department’s
strategic initiatives, directions, organisational development and the delivery
of outcomes, and ensuring the Department meets its planning and reporting
obligations.
58. Ministerial Advice and Support Services
• Ministerial Advice and Support Services manages the interface with the
Department's Ministers, including managing seconded private secretaries
and overseeing Ministerial advice and services within the Department.
59. Project Office
• The Project Office maintains the Department’s project management
methodology and is responsible for project portfolio management and
benefits realisation management.
24The Department of Internal Affairs
Te Tari Taiwhenua
Business Services Branch (Operating budget: $26.791 million)
60. The Business Services Branch consists of the following six business units:
61. Finance
• Finance provides financial management advice, financial reporting and
ensures the Department meets its financial obligations under the Public
Finance Act and the State Sector Act.
62. Property
• Property maintains building security and emergency procedures, office
accommodation and furniture maintenance.
63. Procurement
• Procurement is responsible for purchasing, tender services and advice on all
procurement matters.
64. Research & Evaluation
• Research and Evaluation is responsible for research contracts and
outsourcing, advice, consultancy and peer review, and specific projects.
65. Strategic Communications
• Strategic Communications manages external and internal communications,
branding issues, media assistance and managing outsourcing for
publications.
66. Strategic Human Resources
• Strategic Human Resources looks after HR administration and payroll, HR
policies, induction, management development, Equal Employment
Opportunities, contract negotiation, and health and safety issues.
Information and Communications Technologies (Operating budget: $23.955
million)
67. From 1 July 2009 the new ICT business group comprises Government
Technology Services, the Department’s Information Group, Programme
Delivery Office and ICT Planning Performance and Support.
25The Department of Internal Affairs
Te Tari Taiwhenua
68. Government Technology Services
• Providing web advisory services to agencies and working with agencies to
manage their websites strategically
• Promoting NZ Government Web Standards
• Providing improved collaboration tools and services
69. Information Group
• Managing ICT applications and databases, document management, the
information centre (library), advice on strategy and systems development,
system security and
70. Programme Delivery Office
• The Programme Delivery Office is responsible for the delivery of all ICT
projects and all business group projects with a technical component.
71. ICT Planning, Performance and Support
• This unit provides support services to the other ICT units.
Clients and Stakeholders
72. The Department’s work affects all New Zealanders. The people in the
community with whom we have most direct contact (and who may therefore
raise issues with the Responsible or Vote Ministers include):
Regulation and Compliance Branch
73. Clients and stakeholders of the Regulation and Compliance Branch in relation
to policy include:
• stakeholders in all legislation and statutory bodies administered within the
Branch, which includes gambling, racing, censorship, fire, identity, and civil
defence and emergency management (CDEM)
• people and organisations in all the sectors below, and the fire, racing and
CDEM sectors
26The Department of Internal Affairs
Te Tari Taiwhenua
• members of and stakeholders in the Crown entities and statutory bodies
listed at the front of this briefing.
74. In relation to gambling regulation, stakeholders fall into four general groups:
• community groups, for whom gambling raises funds and who can be harmed
by gambling, and gamblers.
• community interests (gamblers, community groups for whom gambling
raises funds, territorial local authorities, and groups concerned about the
impacts of gambling)
• government agencies such as the Ministry of Health (in respect of harm
prevention and minimisation) and the Police and Serious Fraud Office (in
respect of crime associated with gambling)
• operators in the gambling sector.
75. In relation to censorship:
• people concerned about objectionable or potentially harmful material
• parents and other advocates of children’s rights
• distributors of material that may be objectionable or restricted
• people involved in the censorship process
• law enforcement agencies in New Zealand and overseas.
76. In relation to unsolicited electronic messages:
• users of information and communications technology
• businesses and marketers
• internet service providers and telecommunications carriers
• New Zealand and international anti-spam and other relevant agencies.
Local Government and Community Branch
77. Clients and stakeholders of the Local Government and Community Branch
include:
• stakeholders in legislation and statutory bodies administered by the Branch
27The Department of Internal Affairs
Te Tari Taiwhenua
• people and organisations in the community sector, and members of and
stakeholders in Crown entities and statutory bodies
• members and staff of local authorities and local government organisations
• government agencies with a community focus
• community organisations seeking grants (including Lottery grants) and
capacity building
• community trusts
• other community funders
• local authorities
• hapū, iwi and Māori organisations.
Identity Services
78. Clients and stakeholders of Identity Services include:
• people needing passports
• people seeking citizenship
• people needing information about Births, Deaths, Marriages and Civil Unions
• people and organisations involved in registering birth, death and marriage
information
• people wishing to marry and marriage celebrants
• people wishing to have a civil union and civil union celebrants
• genealogists and those concerned about the care of whakapapa information
• other agencies working with the Department to enhance New Zealand’s
security
• other New Zealand government agencies concerned with verifying identity
and working towards online authentication solutions
• overseas agencies requiring travel document information.
28The Department of Internal Affairs
Te Tari Taiwhenua
Office of Ethnic Affairs
79. Key stakeholders include government agencies, local government, community
organisations and ethnic people themselves:
• ethnic organisations – there is a wide range of community-based groups that
may represent new migrants, refugees and/or established communities,
which provide settlement, cultural and social services. Some examples are
the New Zealand Federation of Ethnic Councils and Regional Ethnic
Councils, the New Zealand Chinese Association and the Refugee Council
• central government, particularly the Immigration Service, New Zealand
Police, the Ministries of Education, Health, and Social Development, the
Departments of Labour and Building and Housing and, within Internal
Affairs, Identity Services, Regulation and Compliance Branch and Local
Government and Community Branch
• local government at all levels
• community-based organisations and non-government agencies including the
Refugee and Migrant Service, Refugee Resettlement, ESOL Home Tutors
and Refugees as Survivors
• service providers at national, regional and local levels
• the Human Rights Commission.
Executive Government Support
80. Key stakeholders include:
• the Governor-General
• the Prime Minister and Ministers of the Crown
• the Speaker
• former Governors-General and their spouses
• former Prime Ministers and their spouses
• official guests of the New Zealand Government and diplomatic and consular
representatives
29The Department of Internal Affairs
Te Tari Taiwhenua
• the Parliamentary Service, Department of Prime Minister and Cabinet, Office
of the Clerk and Parliamentary Council Office
• other government agencies, particularly Ministry of Foreign Affairs and
Trade, Ministry of Culture and Heritage, NZ Defence Force, NZ Police,
Office of Veterans’ Affairs, Ministry of Agriculture and Forestry and NZ
Customs Service
• airport companies, airlines, hotels and other commercial suppliers of goods
and services to the visit programme
• Wellington Cathedral of St Paul, Government House, the National War
Memorial Board of Trustees
• companies and trade, tourism and industry agencies able to offer suitable
New Zealand innovation and excellence to showcase to visiting delegations
• other users of VIP Transport (especially the Judiciary)
• members of Commissions of Inquiry and other ad hoc bodies
• commercial and government agencies using the New Zealand Gazette.
Ministry of Civil Defence and Emergency Management
81. Key stakeholders include:
• local authorities and the regional Civil Defence and Emergency
Management groups to which they belong
• communities facing or experiencing hazards or emergency events
• business and government agencies involved in preparation for, and recovery
from, hazards or emergency events
• emergency services.
30The Department of Internal Affairs
Te Tari Taiwhenua
Appendix I
Legislation administered by the Department of Internal Affairs
As at 31 May 2009, the following is a list of legislation we administer, classified by
Vote.
Internal Affairs
Births, Deaths, Marriages and Relationships Act 1995
Births, Deaths, Marriages and Relationships (Fees) Regulations 1995
Births, Deaths, Marriages and Relationships (Prescribed Information and Forms)
Regulations 1995
Births, Deaths, Marriages and Relationships (Non-Disclosure Direction) Regulations
2008
Boxing and Wrestling Act 1981
Citizenship Act 1977
Citizenship Regulations 2002
Citizenship (Western Samoa) Act 1982
Civil Union (Prescribed Information, Fees, and Forms) Regulations 2005*
Commissions of Inquiry Act 1908
Commonwealth Games Symbol Protection Act 1974
Fire Safety and Evacuation of Buildings Regulations 2006
Fire Service Act 1975
Fire Service Levy Order 1993
Fire Service Regulations 2003
Forest and Rural Fires Act 1977
Forest and Rural Fires Regulations 2005
Gambling Act 2003
Gambling (Class 4 Banking) Regulations 2006
Gambling (Class 4 Net Proceeds) Regulations 2004
Gambling (Fees) Regulations 2007
Gambling (Forms) Regulations 2004
Gambling (Harm Prevention and Minimisation) Regulations 2004
Gambling (Infringement Notices) Regulations 2004
Gambling (Licensed Promoters) Regulations 2005
Gambling (Problem Gambling Levy) Regulations 2007
Gambling (Prohibited Property) Regulations 2005
Human Assisted Reproductive Technology (Fees) Regulations 2005*
Marriage (Fees) Regulations 1995*
Marriage (Forms) Regulations 1995*
New Zealand Daylight Time Order 2007
New Zealand Fire Brigades Long Service and Good Conduct Medal (1981) (Royal
Warrant)
31The Department of Internal Affairs
Te Tari Taiwhenua
Official Appointments and Documents Act 1919
Passport (Fees) Regulations 1996
Passports Act 1992
Queen’s Fire Service Medal Regulations 1955 (Royal Warrant)
Royal Titles Act 1974
Rural Fire Fighting Fund Regulations 1992
Seal of New Zealand Act 1977
Seal of New Zealand Proclamation 1977
Time Act 1974
Emergency Management
Civil Defence Emergency Management Act 2002
Civil Defence Emergency Management Regulations 2003
National Civil Defence Emergency Management Plan Order 2005
Local Government
Bylaws Act 1910
Bylaws Regulations 1968
Chatham Islands Council Act 1995
Counties Insurance Empowering Act 1941
Dog Control Act 1996
Dog Control (Microchip Transponder) Regulations 2005
Dog Control (National Dog Control Information Database Levy) Order 2006
Dog Control (Prescribed Forms) Regulations 1996
Impounding Act 1955
Impounding Regulations 1981
Lake Taupo (Crown Facilities, Permits and Fees) Regulations 2004
Land Drainage Act 1908
Libraries and Mechanics’ Institutes Act 1908
Litter Act 1979
Local Authorities (Members’ Interests) Act 1968
Local Authority Reorganisation (Property Transfers) Act 1990
Local Electoral Act 2001
Local Electoral Regulations 2001
Local Government Act 1974
Local Government Act 2002
Local Government (Infringement Fees for Offences: Navigation Safety Bylaws)
Regulations (Various) 2002–2008
Local Government (Auckland Regional Parks) Order 2008
Local Government Official Information and Meetings Act 1987
32The Department of Internal Affairs
Te Tari Taiwhenua
Local Government (Rating) Act 2002
Local Government (Tamaki Makarau Reorganisation) Act 2009
Local Government (Watercare Services Limited) Order 2007
Local Legislation Acts 1926–1992
Municipal Insurance Act 1960
Public Authorities (Party Wall) Empowering Act 1919
Public Bodies Contracts Act 1959
Public Bodies Leases Act 1969
Rangitaiki Land Drainage Act 1956
Rates Rebate Act 1973
Rates Rebates Order 2006
Rates Rebates (Specified Amounts) Order 2008
Rating (Fees) Regulations 1997
River Boards Act 1908
Waimakariri-Ashley Water Supply Act 1961
Community and Voluntary Sector
Charities Act 2005
Charities (Fees, Forms, and Other Matters) Regulations 2006
Community Trusts Act 1999
Community Trusts (Fees) Regulations 2000
Trustee Banks Restructuring Act Repeal Act 1999
Winston Churchill Memorial Trust Act 1965
Racing
Racing Act 2003
Racing (Harm Prevention and Minimisation) Regulations 2004
Ministerial Services
Executive Travel, Accommodation, Attendance, and Communications Services
Determination 2009**
* Regulations made under legislation administered by the Ministry of Justice.
** Regulations made under legislation administered by the Department of the Prime
Minister and Cabinet.
33The Department of Internal Affairs
Te Tari Taiwhenua
Appendix II
Crown entities and statutory bodies by portfolios
The Department administers board appointments and monitors the performance of a
number of Crown entities and statutory bodies.
Internal Affairs
• Crown entities
o New Zealand Fire Service Commission
o Office of Film and Literature Classification
• Statutory Bodies and Trusts
o Chatham Islands Enterprise Trust
o Film and Literature Board of Review
o Film and Video Labelling Body
o Gambling Commission
Community and Voluntary Sector
• Crown entities
o Charities Commission
• Statutory Bodies and Trusts
o New Zealand Lottery Grants Board
o New Zealand Lottery Grants Board Distribution Committees
o Winston Churchill Memorial Trust
o Norman Kirk Memorial Trust
o Chinese Poll Tax Heritage Trust
Local Government
• Statutory Bodies and Trusts
o Local Government Commission
o Auckland Transition Agency
Racing
• Statutory Bodies and Trusts
o New Zealand Racing Industry Board
o Totalisator Agency Board
Finance
• Statutory Bodies and Trusts
34The Department of Internal Affairs
Te Tari Taiwhenua
o Community Trusts (12)
Disarmament
• Statutory Bodies and Trusts
o Pacific Development and Conservation Trust
o Peace and Disarmament Education Trust
35The Department of Internal Affairs
Te Tari Taiwhenua
Appendix III
Senior managers and other staff with whom the Ministers’ offices
will have significant contact
Regulation and Compliance Branch
Deputy Secretary Keith Manch
Director, Gambling Compliance Mike Hill
Manager, Gambling, Racing and Censorship John Markland
Policy
Manager, Regulatory Policy (Fire, Civil Defence & Joy McDowall
Emergency Management, Identity & General)
Manager, Civil Defence & Emergency Paul Houliston
Management Policy
Manager, Strategic Development and Support Peter Burke
Manager, Censorship Compliance Steve O’Brien
Manager, Intelligence Unit Peter Burke (Acting)
Manager, Anti-Spam Unit Joe Stewart
Local Government and Community Branch
Deputy Secretary Anne Carter
Manager, Strategic Analysis and Information Rosalind Plimmer
Acting Director, Operations Sarah Hill
Manager, Local Government Services Donald Riezebos
Team Manager, Operational Policy Jocelyn Reyners
Manager, Service Delivery Jools Joslin
Acting Manager, Funding and Operations Peter Hodge
Pou Tahu Mike Nathan
Strategy and Business Support Manager David Williment
Director Policy Marilyn Little
36The Department of Internal Affairs
Te Tari Taiwhenua
Manager, Community and Sector Policy Anne Shaw
Manager, Regulatory Policy Antony Moss
Manager, Strategic Policy Raj Krishnan
Manager, Ministerial Advice Lesa Kalapu
Manager, City-Regions Policy Caroline Taylor
Identity Services
General Manager Annette Offenberger
Manager, Citizenship Geoff May
Manager, Passports David Philp
Registrar-General, Births, Deaths and Marriages Brian Clarke
Acting Manager, Strategic Development Caroline Hubbard
Manager, Integrity and Identity Programme Andrea Gray
Manager, Customer Services Garry Manley
Manager, IVS Implementation Helen Jamison
Executive Government Support
General Manager Janice Calvert
Assistant General Manager, Ministerial Services Richard McDonald
Business Services Manager Peter Andrews
Manager, VIP Transport Service Roger Calkin (Acting)
Director, Visits and Ceremonials Andrew Beattie
Manager, The Translation Service, The New Patrick Geddes
Zealand Gazette Office and the Authentication
Unit
Gambling Commission Executive Director Blair Cairncross (Acting)
Office of Ethnic Affairs
Director Mervin Singham
Policy Manager Cherie Engelbrecht
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